"Consensus Management" New Realm
Creeds, mottos, etc. are often the sublimation of the consensus and goals followed by the organization. Through the establishment of consensus, the organization establishes the team's management principles. For example, the creed "Out of many, one" passed by the U.S. Congress during the Revolutionary War.
Establishing a consensus-based management model is not easy. To build a palace of "consensus management", four pillars need to be forged: investment and enthusiasm; manage first and then manage; walk around and participate; positive attraction.
1. Supervisor’s investment and enthusiasm
Supervisors must have the ability to set goals and retain intrinsic enthusiasm. Purpose is the lighter that a leader uses to inspire his followers, igniting the fire in their hearts. 1Successful people see the goal and don’t get caught up in the details. Leaders are passionate about people and their commitments and strive for excellence, just like Elijah in the Book of Kings who challenged the false prophet of Baal and asked God to send fire to consume the sacrifices and prove that Jehovah is the only true God. Elijah, fearless of the multitude of enemies, cried out to God: "God, prove what I say!" As a result, fire burst from the sky and burned up the sacrifice. Elijah was an example of a leader who never looked back and was passionate about his promise. 2
When leaders "do not just fight to maintain the status quo"3, but have a mind that is higher than anything in front of them, can describe the higher value of their work, love life, are willing to share themselves, and give hope to others, they will be happy. follow.
Supervisors with character can become good role models for their subordinates if they can demonstrate commitment and enthusiasm in their management duties.
2. You must first "manage" before you can "manage"
The starting point for supervisors to build consensus is to understand that they must first "manage" before they can "manage".
The ability of "reasoning" is first to solve the existing problems of the organization5, including understanding the current situation and using the "three-point effective" strategy: setting up a stop loss point, identifying the crux point, and overturning the pain point (this part will be discussed in Example 1 "Asking for leave" "Consensus Convention").
Secondly, before new measures and tasks are implemented, a buffer period should be established to take effect, handover and completion. For major changes, first seek the opinions of "key people" in a low-key manner; when adjusting work positions, start by asking senior personnel "Do you want to change?" If you have suggestions, you can ask everyone's opinions on the spot; if there are no opinions, follow up with individual interviews in advance. Adjust and execute according to your wishes. You can refer to previous examples when working on projects, but there must be changes so that the team can get used to the changes so that they can maintain the momentum to move forward.
Managers need to have insight, understand the problem, and be able to lead the team to complete the task in a feasible way.
3. Take action, walk around and participate
As the saying goes: "To lead troops, you must lead with heart." To evaluate the strength of an organization's mobilization ability lies in "whether you can lead your people." Leaders who master consensus management must be at the front of the team, because you cannot go from behind. Push a cotton rope; but just pull it from one end and it will pull. This is where the supervisor takes the lead. In addition, supervisors also need to spend time getting along with their subordinates, pay attention to them, lead by example, and live out what you say. 6
When an organization makes a mistake and a project or project must be "knocked out and redone", it must be related to a lack of management effectiveness, like a screw being loose. "Moving around and participating" can avoid or reduce errors.
Good managers do not treat their subordinates as tools, but as integral members of the team. Cowboys in the American West chase and shout after the cattle, and the shepherd dogs cooperate with the chase on the flanks to drive the cattle to the next grazing land. The Bible describes the shepherd "having let out his sheep, he goes ahead, and the sheep follow him." (Refer to John 10:4), and also said, "Lead me beside still waters" (Reference Psalm 23:2). The cattle in the former lack direction and are just livestock. The cattle collide with each other and injuries are inevitable. The shepherds of the latter "call their sheep by name and lead them out." (Refer to John 10:3) Although the sheep are weak, they can be led to the next green pasture by the shepherd's firm leadership and gentle care. This is a picture full of spiritual beauty. Doesn’t Heavenly Father also call us by our name?
Supervisors must take action and participate frequently in order to get to know your sheep and lead your team. 7
▲The appeal of a leader is reflected in how many supporters there are behind him. Therefore, managers must know their sheep (team) and they must also let the sheep know themselves.
4. Positive attraction, encouragement and concentricity
How strong a leader's appeal is can be seen by how many supportive people are behind him/her. Therefore, it is not enough for a supervisor to just know his/her sheep (team); the sheep must also know him/her.
Consensus management is "two-way communication" that goes back and forth. The author encourages Christian supervisors to let their subordinates understand their thoughts and share their passion for work and spiritual vision most of the time.
To build a sense of sharing weal and woe with subordinates, in addition to practicing and participating in action, supervisors must also talk about what colleagues are doing in a positive and affirmative manner, be determined to change the negative work attitude in the office, and have a clear understanding of the goals everyone pursues and what they care about. Things should be reminded constantly in a confident and eager manner. A "consistent and unswerving" attitude between supervisors and subordinates can push the team in the direction the supervisor wants. 8
When supervisors are willing to communicate, subordinates have rules to follow, and colleagues have a set of standards to measure their performance in the office, they will be willing to pay the due price to comply.
Leaders who do not face or do difficult things will eventually lead to trouble9. I will plan and implement things that I wanted to do but failed in the past, or accept suggestions and make new attempts to stimulate the team's desire to win.
However, this approach does not come without a price. Sometimes the proposal will be rejected by the superiors and criticized by other departments. When morale was low and things were setback, I persisted in daring to be different. I encouraged everyone with the ancient Greek Spartan motto "I Choose": "I choose what you don't want to do, so I can complete it for you." What is impossible.” I often inspire everyone to pursue courageously and selflessly, believing that “it is God who works in you both to will and to do of His good pleasure.” (Philippians 2:13)
Only with positive encouragement from a good leader will your sheep recognize your voice and be willing to face challenges with you.
Example 1: Consensus Convention on Asking for Leave
I have served as a supervisor in three large units in Taiwan and the United States. The three large units have a common feature, that is, they have a considerable amount of grassroots manpower. The most representative form of grassroots human resources management is vacation management.
After taking office, I found that all three units lacked clear vacation regulations, and even those regulations were not fully disclosed or implemented. The result is that colleagues are rushing to ask for leave (for example, if there is a big sale on air tickets). As for routine leave arrangements, because there is no way to understand the overall leave situation, colleagues are always uneasy before their supervisor approves it.
On the other hand, supervisors do not have manpower control targets as a basis for accurate refutation. Over a long period of time, they have formed the concept that "if you ask for leave, you must be accurate, and if it is not accurate, it is unreasonable." Therefore, people who are preparing to go abroad often buy air tickets first, book a hotel and then ask for leave. There are endless situations of "cutting it first and telling it later". Due to this vicious cycle, when manpower is tight, supervisors can only tearfully grant leave. In the event of a "force majeure" emergency, manpower deployment is even worse.
I first understand the problem and set a stop loss point: stating that all approved holidays will take effect unless they cause extreme human difficulties.
Secondly, the crux of the problem of being unable to control leave is that the leave situation is not announced, and no one knows the leave status of others. In addition, the supervisor has not set an upper limit for the number of people who can take leave at the same time. Therefore, although colleagues have leave, they can only try their luck as to whether they will be allowed to take leave. Or guess the mood of the supervisor. In this regard, I drafted a preliminary "Consensus Pact", solicited everyone's opinions, and began to formulate new measures. Set up a buffer period of one to two weeks before the new measures take effect, waiting for colleagues to be fully aware of them.
New measures are by no means a whim, but "real". In addition to establishing credibility, it can also first allow colleagues to adapt and adjust their original vacation plans. "After the new regulations come into effect, everything will follow the new regulations. But starting from today, during the grace period, you should discuss it with me before submitting the leave form before it takes effect."
In order to reverse the pain point, as a supervisor, I call on everyone to support the consensus agreement on leave. It is in the interest of everyone, including myself. Because there will be no vacation without work, you should prioritize tasks before taking a vacation to remind everyone that "improper vacation arrangements will make people who take vacations feel uncomfortable and make those who stay unhappy." It is appropriate. A good vacation arrangement will allow those who take vacations to get what they deserve, and those who stay will be happy to take over.
One month after the implementation of the leave consensus agreement, the results were unexpectedly good because everyone benefited. What colleagues deserve is guaranteed by the system; there is no need to be suspicious when asking for leave, and there is no need to look at the supervisor's face or mood. As long as it complies with the convention, it is almost always allowed; there is only one reason for not allowing leave, and that is whether it complies with the consensus convention.
Example 2: Consensus to pursue excellence
The author has prepared an outdoor celebration with more than 1,500 people. In terms of limited budget and manpower, it is a very large event organized by the organization itself (not commissioned to a professional company). The preparation period lasted more than four months, mobilizing 70 administrative manpower and 200 professional manufacturers. At the beginning of the task, I set the timetable and task grouping based on previous examples, and reminded everyone: although this is an annual event, in addition to daily routine work, we must prepare to "work with one hand and hold the weapon with the other", professionally and Complete tasks with high quality.
I set the activity goal of "confidence, professionalism and elegance", and used goal management, time management, resource management and team management to achieve "things are in place" (setting sub-goals and expected results) and "people are in place" ” (Establishing team leaders, members, supporting manpower and manufacturers), “Making things in place” (distributing work to the team, finding channels and resources, completing it within a deadline, and seeing results).
I put the highest standards in the hearts of every member, and make "pursuing excellence" a habit in everything I do, and constantly reiterate the team's goals until they are completed (a passionate commitment to the goal).
In order to improve the overcrowding phenomenon in the past, I formulated the strategy of "activating 3+1 core operation crowd flow" to disperse the crowds. During the execution process, I fully trusted the team, but I personally followed the example and participated (getting to know my sheep) to avoid mistakes and maintain efficiency and quality.
Since the event venue is vast, there are thousands of details, and new situations may occur at any time, the entire preparation work is more important than anyone can imagine. When I worry about gains and losses because of my pursuit of perfection, God reminds me to pursue excellence, but not to use "flawless" to prove my ability and win the recognition of others, but to return to the original intention of the divine work: no matter what the result, Christ The disciples should become the conduits of the gospel through the execution of activities and dedicate everything to God.
The Lord’s word and grace are with me, allowing me to surrender completely. After the event, it was well received. Not only did it present the reception goal of "confidence, professionalism, and elegance", but many of the highlights of the planning were also praised. It was also highly recognized by other supervisors. What's even more rare is that all the shortcomings of last year were improved. When we trust fully, God sustains us even in the smallest details. During the event’s celebratory tea party, I congratulated the entire team and affirmed that “the pursuit of excellence is in our DNA.” Hallelujah!
In short, "consensus management" is not just a concept, but a new realm worth pursuing. It requires managers' investment and enthusiasm, management first, participation and positive attraction. The connotation of consensus management is derived from love. A noble supervisor "must love your subordinates more than your position"10, let people "see your good deeds and give glory to your Father in heaven" ” (Refer to Matthew 5:16)
1. "The Indispensable Qualities of a Leader", written by John Maxwell, translated by Xu Xianguang, Cornerstone Culture Company, Taipei, P19-25.
2. Refer to "Jesus CEO", written by Laurie Beth Jones, translated by Lu Zhiqian and Zhang Sizhong, Think Tank Culture Publishing, Taipei, P32.
3&4. Ibid., P175.
5. Same as above, written based on P118-122.
6. See "Jesus Talks about Leadership" p143, 117; "21 Characteristics of Leaders" p41.
7. See "Shepherd Leadership: Leadership Wisdom from Psalm 23", written by Blaine McCormick and David Davenport, translated by Ge Yaojun, Enlightenment Publishing House; "Shepherd's Management Wisdom: Seven Keys to Effective Management", Dr.Kevin Leman, Written by William Pentak, translated by Li Chengyue, published by Zuzhi Culture Co., Ltd.
8. "Nudge: Improving Decisions About Health, Wealth, and Happiness" by Richard H. Thaler & Cass Sunstein, translated by Zhang Meihui, Times Publishing House, Taipei.
9. Same as note 2, p16.
10. Same as note 1, p155.
John Chen, has worked in major cities in the United States for many years. During his work, he led the team to handle many large-scale events and carried out organizational management transformation. I believe that with love leadership, nothing is impossible in the Lord.